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THE STABILITY OF JOBS TO BE DONE: While the priorities of certain jobs and the range of solutions changes over time, the jobs themselves are stable. For instance, delivering secure messages has remained vital over time, from Queen Victoria to Winston Churchill to Theresa May. Even so, many jobs are not obvious and require effort to identify. Said Peter Drucker: “The customer rarely buys what the company thinks it is selling them.” CONTEXT AND CIRCUMSTANCES: To understand the customer’s job to be done, you need to understand the context and the circumstance, and that will help point to the solutions you’re going to create and influence your strategy. THE JOBS-FOCUSED ORGANIZATION: How can you take the theory of jobs and make it real across the organization? One delegate company in health care put together a training program internally for teams of innovators and explorers. The idea is to train people to use the tool to create a solution to a real-life problem when different stakeholders are involved—when the patient, the physician, the provider and the payer all have completely different jobs. LINKING TRANSFORMATION A & B: While there was consensus about setting up new growth business separate from the core, each organization will do it differently, depending on the nature of the new growth and the kinds of assets that need to be shared by both. DE-RISK THROUGH TESTING: Never forget to do low-cost marketplace experiments and low-commitment testing, in order to de-risk new ventures. Remember inquiry over advocacy: Questions are more important than statements. COMMON LANGUAGE: Having common terms and definitions across an enterprise is critically important when you’re trying to drive the organization to do something in a different way. THE REASON FOR TELLING A STRONG NARRATIVE: CEOs can get punished by Wall Street and other stakeholders if they don’t “stick to their knitting.” But those constraints don’t mean you should hide beyond-the-core innovations from the world, like growing mushrooms in the dark. By offering a compelling vision of the future, the company can be evaluated for its longerterm potential, not just its quarterly earnings. ELEVATOR SPEECH: You need the short elevator speech about your future vision, so that people can go: ‘aha, I get it. This is different than our current business, but it’s a good business.’ You can’t take an hour to explain it. You need the two-minute version for Wall Street, employees, and other stakeholders. THE POWER OF INERTIA: Don’t wait to innovate for the long term, said Rita McGrath. Get it started, even in small ways. Once you get the inertia going in your favor, everything gets a lot easier. OPTIMISM AND CONFIDENCE: “I think that strong companies, armed with a few ideas, can do things that prior generations of managers were simply not able to do,” said Christensen, “and I really am confident in you to make it happen.” 20
Case story Owning the Future: Putting it All Together at Ford In Berlin, Mark Johnson drew out insights about the pursuit of new growth in a conversation with Jim Farley, the CEO of Ford Europe. Johnson noted the declining lifespans of S&P 500 companies due to disruption and acquisitions by stronger firms. How can traditional organizations change fast enough to avoid decline? At Ford, a dual transformation is underway, as the core adapts at the same time that leaders pursue new growth in smart mobility and electrification. Farley began with a story of how his was a three-generation Ford family from Michigan, yet he decided to spend the early part of his career at Toyota. “I wasn’t welcome in my grandfather’s house.” But in 2007, after getting a call from Bill Ford, Farley came back and was put in charge of the revenue in North America, working under then CEO Alan Mulally. Finally, his family was talking to him again. But in 2007, “the wheels fell off” and he had to lay off 50,000 people and halt truck production for three months. Emerging from the recession, Ford leaders forged ahead and saved the century-old company without government money and began hiring again. 21
Page 1 and 2: LEADING TRANSFORMATION: 2016 CEO SU
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Page 5 and 6: CHALLENGE 1 Cracking the Growth Imp
Page 7 and 8: Aetna's Rick Jelinek pointed out th
Page 9 and 10: Most universities think they can si
Page 11 and 12: CHALLENGE 2 Achieving Discovery-Dri
Page 13 and 14: Ken Mehlman of KKR also underscored
Page 15 and 16: That’s why he separated a major n
Page 17 and 18: Now at Bayer for eight years, he se
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